About the authors |
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xii | |
Contributors to this book |
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xiv | |
Foreword |
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xv | |
Acknowledgements |
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xvi | |
Introduction |
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1 | (2) |
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PART ONE Why you need a digital culture |
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3 | (28) |
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01 The increasing pace of change |
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5 | (3) |
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5 | (1) |
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6 | (1) |
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7 | (1) |
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7 | (1) |
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02 The technology catalyst |
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8 | (8) |
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8 | (1) |
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Exponential growth in perspective |
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9 | (1) |
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10 | (1) |
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10 | (1) |
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Technology changing society |
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11 | (1) |
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12 | (1) |
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12 | (2) |
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14 | (1) |
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A Guaranteed Future Prediction |
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15 | (1) |
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03 New channels, tools and business models |
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16 | (8) |
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Business to business and technology innovation |
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17 | (1) |
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17 | (1) |
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18 | (2) |
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20 | (1) |
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21 | (1) |
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22 | (2) |
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04 Why organizations really fail at digital |
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24 | (7) |
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Changing external landscape |
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24 | (1) |
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Changing internal landscape |
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25 | (1) |
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26 | (1) |
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27 | (1) |
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Case study: Digital transformation in action |
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28 | (3) |
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PART TWO Plotting your digital journey |
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31 | (34) |
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05 What a digital transformation looks like |
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33 | (11) |
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What does a digital transformation involve? |
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35 | (3) |
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38 | (6) |
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06 Your digital culture audit |
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44 | (7) |
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Your digital audit scores |
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50 | (1) |
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07 Understanding your stakeholders |
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51 | (5) |
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Mapping your stakeholders |
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51 | (5) |
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08 Your strategic approach |
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56 | (9) |
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56 | (5) |
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61 | (1) |
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Case study: Deloitte's digital transformation journey |
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61 | (4) |
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PART THREE The Digital Culture Framework |
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65 | (2) |
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67 | (11) |
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68 | (2) |
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Connecting potential and priority |
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70 | (1) |
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Three types of transformation |
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71 | (3) |
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What sort of change is right for you? |
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74 | (2) |
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76 | (1) |
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77 | (1) |
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78 | (12) |
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79 | (3) |
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The reality of trade-offs |
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82 | (1) |
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Case study: Digital technology and banking |
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83 | (1) |
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84 | (1) |
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(Non-fiction) Storytelling |
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85 | (4) |
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89 | (1) |
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90 | (10) |
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90 | (2) |
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92 | (2) |
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94 | (1) |
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95 | (1) |
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Agile methodology, reapplied |
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96 | (2) |
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98 | (2) |
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100 | (7) |
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100 | (2) |
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Digital technology and the workplace |
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102 | (1) |
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Competing for digital talent |
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103 | (1) |
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Beware the cool kids in the corner |
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104 | (1) |
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105 | (2) |
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107 | (24) |
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107 | (1) |
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108 | (1) |
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109 | (1) |
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110 | (1) |
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Digital marketing training and jobs |
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110 | (3) |
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Global digital marketing skills shortage |
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113 | (1) |
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114 | (2) |
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Training and learning techniques |
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116 | (2) |
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Classroom-based digital marketing training |
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118 | (1) |
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Digital marketing qualifications |
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118 | (7) |
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125 | (3) |
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Case study: Team composition and recruitment in a digital world |
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128 | (3) |
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131 | (11) |
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131 | (1) |
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Strategic positioning in practice |
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132 | (1) |
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Business-to-business service |
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132 | (1) |
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133 | (1) |
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133 | (1) |
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134 | (1) |
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134 | (1) |
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Content marketing and the user journey |
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135 | (1) |
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135 | (1) |
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136 | (1) |
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137 | (1) |
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138 | (4) |
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15 Translation and communication |
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142 | (11) |
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Speaking the right language |
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142 | (3) |
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145 | (2) |
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147 | (2) |
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149 | (1) |
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150 | (1) |
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The medium, not just the message |
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151 | (1) |
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151 | (2) |
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153 | (7) |
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153 | (1) |
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Getting the fundamentals in place |
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153 | (1) |
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154 | (1) |
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The painful truth about integration |
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155 | (1) |
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Next step: Marketing automation |
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155 | (1) |
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Why technology is a challenge |
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156 | (1) |
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Creating an effective digital culture for technology |
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157 | (2) |
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159 | (1) |
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17 Process and governance |
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160 | (13) |
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160 | (1) |
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Avoiding `bottom of the drawer' syndrome |
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161 | (1) |
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Workplace experimentation |
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161 | (1) |
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Internal service level agreements |
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162 | (1) |
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163 | (1) |
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Social media crisis management -- effectively implementing a social media policy |
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163 | (2) |
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How to avoid a social media disaster |
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165 | (5) |
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Social media crisis management plan |
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170 | (2) |
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Social crisis management conclusions |
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172 | (1) |
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172 | (1) |
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173 | (8) |
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Avoiding the digital silo |
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173 | (2) |
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Structure is an enabler, not a solution |
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175 | (1) |
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Find your operating rhythm |
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176 | (1) |
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177 | (1) |
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Do you need a Chief Digital Officer? |
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178 | (2) |
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180 | (1) |
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181 | (9) |
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181 | (2) |
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183 | (1) |
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184 | (1) |
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185 | (1) |
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186 | (3) |
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189 | (1) |
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190 | (11) |
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Digital strategy and measurement in perspective |
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190 | (1) |
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Setting primary objectives |
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191 | (1) |
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Setting primary objectives as analytics goals |
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192 | (1) |
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Connecting primary objectives to business objectives |
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193 | (1) |
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Digital channels driving primary objectives |
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194 | (2) |
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Understanding how digital channels contribute |
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196 | (1) |
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Multi-Channel Funnels Report (MCF) |
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197 | (3) |
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Workplace experimentation |
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200 | (1) |
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200 | (1) |
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21 Innovation and entrepreneurship |
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201 | (10) |
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201 | (1) |
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202 | (1) |
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Social insights case study: Competitor analysis for grocery delivery services -- UK versus US |
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203 | (3) |
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206 | (1) |
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207 | (1) |
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Leadership commitment to asking challenging questions |
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207 | (1) |
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208 | (3) |
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211 | (6) |
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Financial measurement to drive change |
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211 | (1) |
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The perfect financial measurement model |
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212 | (1) |
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Adding non-direct activities to our measurement framework |
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212 | (4) |
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216 | (1) |
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PART FOUR Keeping up with change |
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217 | (13) |
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23 Keeping measurement at the core |
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219 | (3) |
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221 | (1) |
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24 Separating the ephemeral from the enduring |
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222 | (3) |
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222 | (1) |
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The risk of not continuing |
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223 | (1) |
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Insights review and external opinion |
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223 | (1) |
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224 | (1) |
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225 | (5) |
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225 | (2) |
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What if the uberization of talent becomes mainstream? |
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227 | (1) |
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228 | (2) |
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230 | (3) |
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You are going to struggle at times -- practical advice |
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230 | (1) |
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Things happen in fits and starts |
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231 | (1) |
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231 | (2) |
Appendix: The Digital Culture Toolkit |
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233 | (1) |
References and further reading |
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234 | (3) |
Index |
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237 | |